ABSTRACT
This
research examined Effect of Training and Development on Employee Performance
with special reference to Guaranty
Trust Bank Plc. The research adopted survey research design. Data were gathered
through primary source with the aid of a well-structured questionnaire. Simple
random sampling technique was adopted in the selection of sample, this was used
to eliminate biasness in the selection process of the respondents.
Data garnered were presented on table using
percentage and the formulated hypotheses were analysed with the used of
Chi-square statistical method. The result of the analysis shows that Job
performance is dependent on staff training, also, Job dedication is dependent
on training received, Job commitment is a function of training received, Job
security is a function of staff training, Labour turnover is not function of
training received.
Based
on the conclusion of the analysis recommendations were proffered to the staff
and management of Guaranty
Trust Bank Plc.
TABLE OF CONTENT
Cover Page 1
Abstract 2
Table of Content 3
CHAPTER ONE:
INTRODUCTION
1.0 Background to
the study 5
1.1 Statement of the
Problem 8
1.2 Research
Questions 8
1.3 Tested
Hypothesis 8
1.4 Purpose of Study
9
1.5 Scope of Study 9
1.6 Significance of
the Study 10
1.7 Limitations of
the Study 10
1.8 Operationalisation/Definition
of Variables 11
1.9 Brief History of
Guaranty Trust Bank PLc 11
CHAPTER TWO: LITERATURE
REVIEW
2.1 Introduction 14
2.2 Assessment of
Training Needs 20
2.3 Training
Objectives 21
2.4 Present Status 22
2.5 Determination of
Training Effectiveness 25
2.6 Job Knowledge
Skill Training 35
2.7 Training
Validation and Evaluation 38
2.8 The Nature of
the Relationship between Training and Job Experience 39
2.9 Job Satisfaction
and Job Performance 41
2.10 Significance of
Training to Productivity 45
2.11 Company
Characteristics 50
2.12 Supervisory
Training has three General Purposes 52
CHAPTER THREE: RESEARCH
METHODOLOGY
3.0 Introduction 57
3.1 Research Design 57
3.2 Characteristics
of the Study Population 58
3.3 Questionnaire
Administration 58
3.4 Sample Size and
Procedure 58
3.5 Data Collection
and Administration 58
3.6 Data Analysis 59
CHAPTER FOUR: PRESENTATION
OF DATA ANALYSIS
4.1 Introduction 60
4.2 Characteristics and Classification of Respondents 60
4.3 Analysis of Responses 61
CHAPTER FIVE: SUMMARY,
CONCLUSION AND RECOMMENDATION
5.1 Summary 78
5.2 Findings 78
5.3 Conclusion 79
5.4 Recommendation 79
References 81
Appendix 83
CHAPTER ONE
INTRODUCTION
1.0 BACKGROUND TO THE STUDY
Business
is becoming more complex and human elements remain an indispensable component
of its survival. Training is a sort of investment from which an organization
expect some positive returns. It involves the development or modification of
behaviour of employee in such a way that they become more effective at their
duty post.
Flippo
(2000) said that when employees have been selected, recruited and inducted,
such employee must be developed to better fit the job and the organization
since on one is perfectly fit at the time of hire. Soetan, (2005) also
buttressed this point when he said that training is always necessary when
requite skills, attitude and knowledge are either inadequate or completely
lacking and when performance deficiencies that can be eliminated through
training are identified.
However,
training is often aimed at increasing productivity, improving quality of work,
raise moral as well as development of new skills, knowledge and attitude.
Development on the other hand, is a hand is a learning activity which is
directed toward future rather than present needs and which is concerned more
with career growth than immediate performance. The focus of development tends
to be from future manpower requirement and other growth needs of individual in
the workplace.
Training
and development are not synonymous. While training is the process of improving
job behaviour of an employee in the immediate, development is future oriented
often geared toward preparing an employee for greater responsibilities in the
future.
Effective
management of change calls for a dynamic human resources development policy to
ensure that each staff in an organization possesses requisite knowledge, skills
experience and expertise for the performance of his task.
The
Administrative approach is based on the number of employees to be trained in
one year at a particular period. The needs of the employee or the organization
is not considered rather it depends on whose turn it is to go for training and
the number of staff the budget can take care of. This approach, the employees
is sent to improve his/her welfare either financially, academically or otherwise.
The employees is sent for training for his/her personal benefit. In
organization, a measure of polities exist as the employee interact with one
another here, training selection is based on either or some of the following
lobbying, setting rid of some troublesome employees and projection of
individual’s personal image, his is know as political approach. The
organization development approach is usually adopted where the management cadre
in an organization are made to attend training programmes as a result of poor
performance of a unit or division as the case may be.
In
systematic approach, the need of the employee is identified from the gap
between his actual performance and the desired performance. Periodic
performance appraisal can provide very useful data to identify these need
systematic approach to training is preferred in profit oriented organization
because it is often job related and is directed toward the achievement of
organization goals.
Training
and development usually takes two forms namely:
·
House training
·
Off house training
In-house
training is usually carried out within the organization, induction course,
on-the-job training coaching programmes, etc here, the training is done in the
normal work environment situation with the trainee using the actual tools,
equipment and material that he/she will use when he/she is fully trained. On
the other hand, off-house training takes place outside the organization, for
instance management consultant and training institutions organized training programmes
which employee attend evaluation training it decides whether training justifies
it cost and whether it is doing what it set out to do.
1.1 STATEMENT OF PROBLEM
In
line with recent changes in business circles, human resources department (HRD)
have come to stay. This department is usually responsible for handling matters
on training and development while personnel and administrative department which
have been in existence are still in charge of all other matters. This is done
to ensure that all employees are assisted with programmes to enable them
acquire additional knowledge, skill and attitude with which to perform their
jobs.
It
is common knowledge that most companies recognize that most their principal
asset lies within the skill of their employee at all level. Therefore, this
research work is aimed at finding answer to questions relating to the impact of
training on performance.
1.2 RESEARCH QUESTIONS
In
the research, attempt shall be made to find answer to the following question
Is job performance dependent on staff
training?
Is job dedication dependent on training
received?
Is job commitment a function of training
received?
Is labour turn-over a function of
training received?
1.3 THE HYPOTHESIS WHICH THIS STUDY
TESTED ARE
HO: Job performance is not dependent on staff
training
H1: Job performance is dependent on staff
training
HO: Job dedication is not dependent on training
received
H1: Job dedication is dependent on training received
HO: Job commitment is not a function of training received
H1: Job commitment is a function of training received
HO: Job security is not a function of staff
training
H1: Job security is a function of staff training
HO: Labour turn-over is not function of training
received
H1: Labour turn over is not function of training
received
1.4 PURPOSE OF STUDY
The
purpose of this study is to examine the effect or extent which training
motivates workers toward greater job performance in the banking industries. It
also examines the training method being employed and it examines what can be
regarded as adequate manpower raining and development on employees’ performance
and how organization can improve employee performance beyond the impact of
training and development.
1.5 SCOPE OF THE STUDY
Many
organization spend a great deal time and money on training and development of
their employee, however the management of some companies are often worried
about the effectiveness of such training and development programmes in terms of
content, method usefulness and desired to content, this research effort attempt
to evaluate the impact of training and development on employees performance of
term in the banking industries.
1.6 SIGNIFICANCE OF THE STUDY
Training
can result in improve individual dedication and job satisfaction as performance
when training requirement are determined by analyzing the work to be done the
manpower resources available and the present and future environmental demand or
organization.
All
new employees, regardless of their previous training, education and experience,
need to be introduced to their new employee’s work environmental and to be
taught how to perform specific tasks, moreover specific occasion, for training
arise when job changes, and new skills must change introduced by advancing
automatic.
As
some employees respond to continue training, they can be progressively increase
their value to organization and prepare
themselves for promotion continue training can help employee to develop their
ability to learn, adapting themselves to work methods, learning to use new
kinds of equipment and adjusting to method changes in job content and work
relationship.
1.7 LIMITATIONS OF THE STUDY
The
bank under investigating, Guaranty Trust Bank had about 3,000 employee in the
entire organization, it also has about 15 branches in Lagos due to the monetary
and time constraints, the researcher limit the research to the Allen Avenue
branch and training center also situated and it head office.
The
study also does not intend to look into other factors hat are know to improve
employees job performance such as motivation of staff in terms of monetary
reward fringe benefit etc.
1.8 OPERATIONALISATION / DEFINITION OF
VARIABLES
For
the purpose of this study, a number of concepts would feature prominently and
attempts will be made to define them within the frame work of this project.
TRAINING:
This is the systematic acquisition of skill, concept or attitude that results
in improved performance in an organizational setting.
Training needs: This
represent the gap between the kind of performance an employee has and the kind
of performance which is expected to have which can otherwise be bridged by
systematic training.
1.9 BRIEF HISTORY OF GUARANTY TRUST BANK PLC
Guaranty
Trust Bank Plc received it license to commence commercial banking activities in
Nigeria in August 1990, however the curtain actually rose in February 1991 when
the bank opened the doors of its first office called “the Plaza” to the
public.
The
Plaza becomes a high benchmark for style and service in financial service
provision. It may not have been rare but it was certainly not common that a new
bank would insist on having its own purpose built premises and they go ahead to
invest massively in functional technology before official commencing business.
This was simply a reflection of Guaranty
Trust Bank’s insistence on doing things right and doing the right
things, from the very beginning it was important that the customers should
begin to perceive and experience value added services, right from the moment
they stepped into the premises. This is they unifying aesthetic quality at all
branches from one branch in 1991, guaranty Trust Bank currently has twelve
branches each strategically located to
penetrate the major hubs of commerce in Nigeria. The roll out stated with the
plaza in 1991. The following year, the Ikeja and broad street branches aware
opened between 1995 and 1998, branches were opened in Apapa, Kaduna, Abuja,
Onitsha, Aba
Ibadan and Warri.
Meanwhile,
the bank was moved its corporate headquarters from the plaza to plural house in
October 1994. Then in September 1996, the bank became a publicly quoted
organization with its share traded on the Nigeria stock exchange.
In
its first year on the exchange, Guaranty Trust Bank earned the president’s
merit award, the highest award bestowed on deserving members of the stock
exchange. In 1998, after an in-depth strategic planning exercise, the offshoot of
which included a major restructuring of the organization, the vision was tested
and held through while the mission statement was reviewed as follow.
“We
are the first class financial services provider possessing the urge to win at
all times consistently adding value to all stakeholder.
The bank has remained
a learning organization learning new
ways to delight its customer-sweet on the counters, a hand umbrella on a rainy
day, aesthetic, function premises and technology has always been a passion with
management from its early days of operations until today, guaranty trust bank
has utilized functional contemporary
technology that has kept is ahead of the curve.
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